Brand rating 2011


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Brand competition 2011 by Interbrand.

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Brand rating 2011

  1. 1. Interbrand began in 1974 when the world thought of For more than 30 years we have been creating retail brandbrands as just another word for logo. We have changed experiences for companies around the world. Interbrandthe dialogue, defined the meaning of brand management, Design Forum’s talent for game-changing innovationand continue to lead the debate on understanding brands spurred us to create a business model that integratesas valuable business assets. We now have nearly 40 offices analytics-based strategy into what began as a designand are the world’s largest brand consultancy. Our practice and architecture group — the first and only companybrings together a diverse range of insightful right- and with such a comprehensive offering. Our broad rangeleft-brain thinkers making our business both rigorously of services includes: brand strategy, shopper sciences,analytical and highly creative. We create and manage digital, retail design, documentation, and rollout. Thisbrand value for clients by making the brand central to their unique ability to address retail’s growing complexity hasstrategic business goals. led many of the world’s top companies to our doorstep and propelled Interbrand Design Forum to the forefront of the industry.
  2. 2. Contents 01 Introduction: Signs of Recovery A letter from Jez Frampton. 02 New Dynamics The future of the retail brand experience is multichannel, authentic, and global. 09 U.S. Overview: U.S. Brands Prove Resilient by Bruce Dybvad Which brands are new to the list? Which dropped off? Profiles of the most valuable retail brands in the U.S. 24 Canada Overview: The Oncoming Threat of U.S. Brands by Alfred DuPuy and Stephen Weir Profiles of the most valuable retail brands in Canada. 28 U.K. Overview: Where Value Meets Brand by Graham Hales Profiles of the most valuable retail brands in the U.K. 32 France Overview: What About the Customer? by Nicolas Chomette Profiles of the most valuable retail brands in France. 36 Germany Overview: A Retail Experience Beyond Just Discount by Nadine Hohlfeld Profiles of the most valuable retail brands in Germany. 40 Spain Overview: Spanish Brands did Their Homework by Bosco Torres and Gonzalo Brujó Profiles of the most valuable retail brands in Spain. 44 Asia Pacific Overview: The Rise of Value Perception by Stuart Green, Jonathan Chajet, Dominic Walsh, Eric Shao, Giulia Chiara Rocca, Viren Razdan, Hidetomi Tanaka, Alex Murray Hannah Shin, and Ryan Chanatry Profiles of the most valuable retail brands in Asia Pacific. 48 Brand Strength Interbrand’s 10 principles of strong brands. 50 How Interbrand Values Retail Brands Criteria for consideration and methodology. 52 Contributors 53 Contact Us
  3. 3. Best Retail Brands 2011Signs of Recovery In many ways, Interbrand’s 2011 Best Retail Brands saw significant increases in brand value in 2011, due to report — a survey of retail brands’ performances in their ability to understand customers and reinvent what 2010 — can be read as a progress report on the gradual a grocery retailer can offer, expressing the brand idea global economic recovery. While the already-immediate through many small but meaningful actions that unlock impact of Japan’s tragic and devastating crises, the value creation and lead to big impact. recent conflicts in the Middle East, and pressures from European debt, reveal just how fragile this climb back As stated in our 2010 Best Global Brands Report in up is, our study shows true and measurable signs of September, we are at a pivotal moment when it comes optimism. The future may still present challenges, but to commerce. The relationship between brands and consumer confidence has been returning, particularly in customers is in a state of flux. For retailers, this means the U.S., where spending is up across categories. Indeed, the pressure is on to find the best way to exercise their just as the the U.S.’s retail market felt the impact of the brands — whether it is global expansion, more engaging recession most immediately in 2008, it is the first to feel brand experiences, or more compelling use of digital the initial inklings of a turnaround — a good indicator touchpoints. The financial and behavioral cycles of that, even with new obstacles in front of us, the path to yesterday are fading and brands can no longer rely on recovery is within reach. the same strategies that worked in the past. To truly connect with skeptical and savvier customers, retailers In particular, the category of apparel is performing need to focus on crafting a true point of view. This means strongly, in large part due to aggressive internation- ensuring that each and every touchpoint — whether it is alization. Spain may have been hit hard by the recession, brick and mortar, digital, mobile, or internal — is infused but its retail stars, Zara and Mango, have fared and operating with the same unique brand story. unusually well due to expansion in Asia and the U.S. and a commitment to reinforcing their brands through Sound challenging? That’s because it is. But those digital touchpoints. Japanese brand UNIQLO has also retailers that get it right will find themselves unlocking continued to benefit from international expansion, new and exciting opportunities to connect with their particularly in Southeast Asia. customers. The other strong category performer is consumer Regards, electronics. Electronics stores comprise a number of new entrants on our lists (Conforama, Darty, Future Shop, Suning), while mainstays like FNAC and Best Buy continue to increase in value. Overall growth in this category underscores the ever-increasing role that technology plays in our everyday lives. And yet, while apparel and electronics may be thriving, the category most challenged by the shifts in the Jez Frampton marketplace this year were grocery retailers. Brands like Global Chief Executive Asda (part of the Walmart group) dropped significantly Interbrand in brand value in the face of intense competition and failure to use their brand to bring something new to the fray, something to sustain shoppers’ positive perceptions of their value. Meanwhile, the exceptions to the rule — Whole Foods, Woolworths, and Tesco — all Best Retail Brands 2011 1
  4. 4. Best Retail Brands 2011NEW DYNAMICS This year, three emerging trends are sending a clear message to retailers: the demand for a more seamless retail experience, the need for a more human touch in all interactions, and an increasingly global retail market. All three hinge on the remarkable growth and innovation happening in the digital world.The future of the retail brand Digital and the demand for a seamless retail experienceexperience is multichannel, While certainly not a new story, digital’sauthentic, and global. continued rapid growth is forcing smart retailers to stay on their toes, constantly adapting their brand to new mediums, and exploring new opportunities for growth. Just some areas where we are beginning to see impressive innovation include: e-commerce, m-commerce, and social media. While our report shows that certain regions have been slower to adopt these innovations, others are well in the lead, like the U.S. and Korea. However, what is evident is that, across the board, the use of these channels is growing. The shopping journey now begins online,2 Best Retail Brands 2011
  5. 5. Best Retail Brands 2011 MAPPING THE SHOPPER JOURNEY For many retailers, the immediacy and multiplicity of digital has turned the path to purchase into a seeming labyrinth. Untethered from TV, radio and newspapers, and floating in a cloud of always-on technology, brands are left wondering where to connect and how. With so many touchpoints at customers’ fingertips, how can retailers decide where to invest time and money? Before retailers invest in the increasingly crowded and complex landscape of digital, it’s imperative they listen carefully to what their customers want. For brand-led companies, this means not just looking to digital tools, but how these tools unite with their overall foundational brand strategy. It also means using a digital approach steeped in analytics, so the retailer can build platforms that intercept shoppers at crucial points along the path to purchase, and guide their decision-making. The channels that retailers use to reach customers may be changing, but the same time-tested rules of branding still apply: Listen to what customers want and deliver this clearly and simply through your brand.where shoppers spend more than half place to the seductive mobile channel, the promotions and like loyalty programstheir shopping time on research. Today’s opposite, in fact, is true. The store has a has diluted retail’s options for competitiveconsumers prefer email receipts, airline newly important role now that shopping advantage.kiosks, GPS systems, and e-books over has become decentralized. Indeed, thepaper. They are comfortable shopping shop of the last century — a counter, a The recent roller-coaster years of boom-anytime anywhere, and demand instant cash register, and merchandise on a shelf — and-bust recovery have caused people toanswers and , customized service, whether is destined to become a quaint relic of stop and think about their consumptionthrough live online chat or real-time, Twitter the past. In its place will be an habits — not only in terms of smarter waysfeedback. Perhaps most importantly of all, atmosphere infused by brand values, to spend and save, but also on a larger andconsumers want their retail experience to graphic design, interactive elements, more profound level. While we’re certainlybe as seamless as possible. unique architecture, and exciting, concerned about our material needs, we are relevant merchandising. The brick and more concerned about how we want to liveUnfortunately, most retailers have been mortar store of the future will offer and the effects of our choices on the planet.slow to recognize and enable the inter- shoppers insight and perspective whiledependency of all channels. Many are conceding control to them. (Read more about In many cases, how we want to live directlystruggling with the question of where to put the store of the future at affects how we want to shop. Althoughcapital investments to best accommodate the recession slowed the trend, consumersthe way shoppers want to shop. Should it The shopping experience: retail must continue to put emphasis on the brandbe in the physical store environment? Or learn to become more human experience, expecting that a favorite retailshould all available resources be poured into brand will act as a filter for their to take advantage of the mobile Today’s merchants are well aware they This brings us to another decisive retailchannel with its high screen resolution, can’t afford to be perceived as a simple trend for 2011: consumers’ increaseddynamic content, bar-code recognition and box of stuff sold by promotions, price demand for transparency and humanityreal-time, location-specific data? cuts, and coupons. Value is everywhere and from their corporate behemoths. the market is saturated with commodities.Although it might seem that brick and Consumers are shopping again, but in a The trend toward large, pervasive, andmortar is in danger of devolving into a different way. The dizzying choice between impersonal retail spaces is beginning todistribution center, forced to take second similar items offered through copycat reverse. As retailers become more aware Best Retail Brands 2011 3
  6. 6. Best Retail Brands 2011 THE CALL FOR CORPORATE RESPONSIBILITY While sustainability efforts may not immediately impact a retailer’s bottom line, the long-term benefits for brands are huge. Here are just a few reasons why retailers need to work on crafting a corporate citizenship strategy that is aligned with their brand: Corporate citizenship enhances brand loyalty Interbrand’s studies on corporate citizenship show that brand loyalty is enhanced by a company’s ethical practices. Retailers should not under- estimate the importance of this, as brand loyalty is becoming increasingly difficult to achieve in the current marketplace. Corporate citizenship is becoming a table stake Our research shows that in countries with more of a corporate citizenship legacy (Japan, Germany, and the U.K.), corporate citizenship levels off over time as a differentiating factor in decision-making and comes to function more as a table stake. This means that over time, as corporate citizenship practices become more common, the brands that don’t begin charting and actively engaging in a corporate citizenship strategy are setting themselves up for failure in the future. Corporate citizenship is necessary to draw a loyal workforce Good corporate citizenship practices are a huge draw for an organization’s future workforce, with 64 percent of Millenials reporting that employer corporate citizenship activities increase their loyalty, 90 percent of employees are more likely to choose an employer perceived as more socially responsible, and 50 percent of consumers viewing employee treatment as central to corporate citizenship. Statistics such as this suggest that a corporate citizenship strategy is necessary to retain a happy and fruitful retail workforce. Regulations and resources Regulatory pressures, a limit on resources, and cost concerns are all realities. Brands need to address these concerns now as these pressures will only increase over time. As the above points demonstrate, there is no question that corporate citizenship efforts are necessary for long-term retail survival. Overall the question for retailers shouldn’t be whether or not to engage in a corporate citizenship practice, but how to create the best corporate citizenship strategy for their brands. (Read more on how to craft an engaging corporate citizenship strategy and top retailers’ efforts on Best Retail Brands 2011
  7. 7. Best Retail Brands 2011of themselves as brands, they’ve made This shift toward emotion is in large part As more brands begin to take advantage ofefforts to revamp their businesses to due to advancements in technology and these analytic tools, expect to see deeperbe more mission-driven and focused on digital, which have provided retailers with insights emerge regarding customercustomers’ specific demands. For example, more tools to connect on a deeper level with behavior. Still, retailers will need toCarrefour strategically selects from its customers. Rather than create a barrier be cautious about how they use thesemultiple store formats — Carrefour, Market, between brands and customers as initially insights, avoiding a big brother approach.Express, City, and Contact — each designed anticipated, technology has provided Instead, they would be best advised toto suit a different type of market and brands with powerful analytic tools to focus on bringing these insights to lifelocation. Similarly, Walmart struggles to read and meet customers’ needs and offer through an enthused and engaged staff andmake its store experience convey its emotive the empathy and insight missing from improvements to the retail slogan, “Save Money. Live Better.” yesterday’s retail.More than ever, shopping is about how itmakes you feel, and the shift in consumerexpectations is compelling retailers to lookat aspects of “who” as opposed to “what”they want to be. In today’s retail landscape,brands with genuine character, definitivecore values, and concern for community are NEW DYNAMICS OFlikely to profit the most. The competitionis now for share of life, as opposed to share THE WIRELESS WORLDof wallet. The web was never intended for commercialism. Its purpose was to improve communications among scientists by connecting them together. Now theIndeed, around the world, stores already wireless world belongs to consumers who have given it a whole new set ofhave more emotion, creativity, and dynamics. Understanding those dynamics can help retail brands earn theircommunity, or are at least trying. Some place in this new world through the exchange of ideas and shared experiences.examples include: Dynamic 1: Access and awarenessMango (Spain), connects with an The internet has enabled consumers to have the power to access what seemsinternational shopper base through like an infinite amount of information that can educate them about choices,its blog and the highly engaging “What and help them make better decisions, whether it’s something as stressfulShould I Wear by Mango” video mini-series as medical treatments, as serious as child safety, or as frivolous as fashioncampaign. This creative approach supports and entertainment.its plan to continue to expand globally tooffset soft domestic sales. Dynamic 2: Advocacy While word of mouth, be it good or bad, is nothing new to retailers, socialWoolworths (Australia), which has media allows it to be immediate and far-reaching. A dissatisfied customer canimproved customer experience by investing air complaints to her social circle in an instant — and when used for the positive,in new store concepts that focus on fresh word of mouth is a powerful generator of goodwill and brand advocacy.products, such as fish markets, in-storebakeries, and expanded fruit and vegetable Dynamic 3: Connectionssections. People love sharing and “friending.” Becoming friends online means we’re curious about one another and willing to pay attention. Platforms likelululemon athletica (Canada), which has Facebook and LinkedIn make it so much easier to find like-minded people thanseen international success because it in times past, when we relied on traditional school, church, and civic groups.resonates with consumers as a true Be aware of the cardinal rule: It’s rude to try and sell something to a new brand and goes above and beyondto connect through its mission towards Dynamic 4: Communityhealthier, happier living. Unbound by time or space, the internet provides people with a virtual meeting space where they can share data, common interests, and passions. By listeningSainsbury’s (U.K.), which has focused and responding thoughtfully, retailers can earn their place in this community.on the emotional benefits of shopping, Meaningful relationships develop based on shared values, a truth that appliesemphasizing price without compromising to the brand/consumer relationships just as it does to the interpersonal kind.quality like a number of its competitors. These new abilities, behaviors, and expectations mean that retail brands willUNIQLO (Japan), which has devoted time succeed only if they deal openhandedly with consumers, providingto product innovation rather than fashion transparency in everything from social responsibility to owning up totrends based on customer feedback, and mistakes. The dynamics of the wireless world have brought etiquette back toseen strong sales of its HEATTECH heat- selling. Rather than shout their wares, brands must seek permission to speakgenerating clothing line. and then only along the channels allowed by the consumer. Retailers must be demand-worthy. Best Retail Brands 2011 5
  8. 8. Best Retail Brands 2011Today’s retail is global, intangible, and at internationalization. Gap, Zara, UNIQLO, As retailing grows more complex, brandintensely linked and Topshop are becoming international thinking becomes even more essential icons. Meanwhile, other retailers, like for survival. New shopping patterns andThe world has always been a physical melt- J.Crew are establishing an international dynamics will emerge, waiting for smarting pot, but as our 2011 study reveals, it’s presence prior to brick and mortar, through retailers to take advantage of virtual. The internet and smartphones shopping sites like Companies must look to their brands tohave created a high-speed global trade guide them through the coming changesroute where millions of people are mixing That means, of course, that retail brands and complications.cultures and making transactions. must view their competition as both local and global. The store no longer offers Brand-led companies tend to be moreAll that connectivity and consumer power a “non-compete zone.” Now competitors flexible than rigid — more resilient in the— including a growing global middle class can connect with shoppers at any store face of change and more likely to see ROI. Inwith a desire for material goods and a shelf, using tools like’s this age of global influences and rapid socialbetter life — has multinational retailers mobile app, to make live comparisons and and economic change, a clear brand strategyready to globe trot. Despite India’s cultural price checks. will allow companies to adapt withoutdiversity and complicated infrastructure, it getting derailed. An emphasis on customer-is a top destination for the likes of Walmart, In the future, big retailers will routinely centricity will help a company focus on theTesco, Marks & Spencer, Mango, Carrefour, operate multiple formats and concepts, specific market and match for its productsand Metro. And while no retailer can be targeted to specific segments, in local and strengths, guiding it in gathering datatruly “global” until the world has commonly markets, for precise consumer needs and on its core market’s expectations. A clearrecognized standards, terms, and IT occasions. Brands will combine global brand strategy that focuses on the customerprotocols to enable and facilitate value market savvy and sourcing with local also helps a company design and manage allexchange, digital is certainly facilitating market delivery and know-how. They will aspects of its brand experience seamlesslyincreased connectivity. invest in resources with which to interact — which in turn clears the way to achieving with individual consumers, either online or its business goals. As one wise retailerThe “virtual trade route” has amplified retail in-store. Overall, multichannel initiatives put it, “You can only reduce prices so much,brands and their market presence the world will be critical in developing segmented but there is no ceiling on over-deliveringover — something that will only continue markets. For many big retailers, the next on the brand experience.”to intensify in the coming years. Indeed, growth phase will be about segmentationapparel brands have been particularly adept and localization. BIG CITY, SMALL WORLD The biggest macro-trend of the moment, urban migration, is already having an impact on retail formats. Over half the world’s population now lives in cities, according to the United Nations, and the move from rural to urban continues at a high pace. In addition to the challenges climate change presents, cadres of city planners, design engineers, and architects are grappling with waste and inefficiency, faced with the need to transform tomorrow’s cities into lean, clean, people-friendly places. As such, the pressure is on for retailers to ensure that their stores adapt to the new city model. Urban retail sites with their slim land parcels require a slightly adjusted brand focus to make stores more relevant to a city population. It’s here that big-box retailers in particular may find themselves in the zoning crosshairs, subject to bans, or at least building limitations that prevent them from executing their traditional strategies and sizes. Indeed, it is already forcing many retailers to explore alternative formats to overcome these restrictions. The likes of Carrefour, REWE, and J.Crew have been experimenting with new formats. (Read more about these specific efforts at Best Retail Brands 2011
  9. 9. Best Retail Brands 2011THE ASIAN RETAIL MARKET:THE TALE OF TWO MARKETSIn contrast to the rest of the globe, Asian retailing in therecession was a tale of two markets. Retailers in developed markets like Japan,Korea, and Australia felt the recession deeply, prompting major realignments,mergers, and outright closures. The pace of expansion in these countriesslowed dramatically, with consumers shifting toward value. Well-knownluxury shopping landmarks like the Ginza district in Tokyo saw an influx offast fashion brands, and coupons and promotions increased in popularity inall three countries.Meanwhile, high-growth developing markets like China and Southeast Asia,where consumers were already value conscious, experienced minimal impactfrom the global recession. In these markets, retail expansion acceleratedas global brands arrived seeking new sources of income growth. Manymarkets, especially Singapore, saw significant retail expansion through theopening of new casino complexes and new mega shopping malls. Additionally,there were reports of Southeast Asians travelling to the U.S., Europe, and theU.K. in greater numbers to take advantage of the favorable exchange ratesand shopping deals present during the high months of the recession.For developing markets, continued growth has meant progress in termsof the shopping experience. To cater to a more sophisticated and wealthiershopper, many brands are improving their in-store experiences. There has alsobeen progress when it comes to e-commerce. For example, in China, famousChinese online retailers now include Taobao (an eBay comparable), Dangdang(an comparable), and Ctrip (an Expedia comparable). Grouppurchase, much hyped of late, is another example of how online is changingshopping behavior.In contrast, Japan, Korea, and Australia are seeing shoppers use the sametype of online price comparison that is evident in all other recession-impactedmarkets. However, perhaps even more than in other regions, online shoppingis still largely the choice of the youth market, so traditional retailers have beenslower to move beyond a classic brick and mortar model. Best Retail Brands 2011 7
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  11. 11. The Most Valuable U.S.Retail Brands 2011 By: Bruce Dybvad U.S. brands prove resilient Our retail rankings show how resilient brand-led 2009. While much of the spending bolstered the brick- companies can be in an environment characterized by and-mortar sales figures of the companies on the Most rapid change. For the past two years, we’ve watched store Valuable U.S. Retail Brands list, much of it was siphoned expansion slow while retailers focused on what mattered off by specialty online retailers, as e-commerce and most to their customers. They responded rapidly to the now m-commerce channels trickle down to even the downturn while taking advantage of its opportunities. smallest e-retailers. We can expect that competition By leveraging their brands’ strengths, the top 50 U.S. to increase. retailers generally improved performance in the face of reduced growth. After recovery, of course, comes the search for growth. Although shoppers are making more discretionary This year, the total value of the top 50 brands is up 5.45 purchases, they are also expecting deals, keeping percent, or US $20 billion. Strong brands got stronger while pressure on margins. While many businesses on the those weakened by the downturn regained lost value. The list are expanding abroad to offset weakened domestic shopper is back, lifting the overall financial performance spending, smart retailers have an opportunity to find of the list. This is especially noticeable in the apparel and ways to fatten margins through innovation. This is what home improvement categories. The not-so-good news is brand does best. shoppers are spreading their spending across more brands than before, in keeping with the trend toward less brand While a company’s brand offers a clarifying perspective loyalty. So while the recovery is strengthening, the dust on how to get the most out of the existing store base, hasn’t settled around emergent changes. edit assortments, evaluate categories, trim fleets, and maximize the return on advertising, it also informs a Broadly speaking, the Great Recession offered a rare company’s creativity, imagination, and innovation — chance for brands to steal share on purchase decisions the kinds of things that give shoppers more reason to that were not normally up for grabs. And steal they did, attach to a brand and increase their perception of its with the value category and supermarkets being most value. A brand with high emotional value is better able aggressive. Consequently, the biggest loser appears to defend its margins. Recovery is great to see, but the to be Walmart. Walmart, a brand that defines nearly nature of retail demands creative momentum. It’s time every market, dropped 8 percent in value (although to put innovation plans back on the table. it remains America’s most valuable retail brand by a huge margin). Both Walmart and Target missed major earnings expectations last year, attributable to the fierce competition for the discount and grocery dollar which shows no sign of abating. We saw online spending continue to grow throughout 2010 to 6.4 percent of all retail spending. That’s 6.4 percent of $249 billion, an increase of 18 percent over Best Retail Brands 2011 9
  12. 12. Most Valuable U.S. RetailBrands 2011 1 13Walmart Lowe’s142,030 $m 8,396 $m 2 14Target Publix23,301 $m 8,247 $m 3 15The Home StaplesDepot 6,372 $m20,315 $m 4 16Best Buy Dollar18,823 $m General 5,973 $m 5 17CVS/pharmacy Avon16,561 $m 5,706 $m 6 18Walgreens Kohl’s14,443 $m 5,617 $m 7 19Sam’s Club Costco12,400 $m 5,522 $m 8 20Coach Victoria’s11,588 $m Secret 4,954 $m 9 AutoZone9,665 $m 4,721 $m 10 22Dell Tiffany8,880 $m & Co. 4,643 $m 11 23Nordstrom GameStop8,604 $m 4,083 $m 12 24eBay Gap8,453 $m $3,961 $m10 Best Retail Brands 2011
  13. 13. 25 38Bed Bath American Eagle& Beyond Outfitters3,141 $m 1,275 $m 26 39Polo Toys “R” UsRalph Lauren 1,248 $m3,093 $m 27 40Old Navy Urban2,548 $m Outfitters 1,157 $m 28 41Sherwin- Bath &Williams Body Works$2,386 $m 1,138 $m 29 42Michaels Dick’s2,048 $m Sporting Goods 1,093 $m 30 43Ross Dress Dollar Treefor Less 1,089 $m1,873 $m 31 44PetSmart Whole Foods1,635 $m 1,067 $m 32 45J. Crew Big Lots1,564 $m 993 $m 33 46Banana Family DollarRepublic 794 $m1,521 $m 34 47Marshalls Tractor Supply1,489 $m 789 $m 35 48T.J. Maxx Macy’s1,464 $m 736 $m 36 49RadioShack American Girl1,413 $m 668 $m 37 50Aéropostale Anthropologie1,291 $m 403 $m Best Retail Brands 2011 11
  14. 14. Which brands are 14 Publix new to the list? 8,247 $mThis year, the Most Valuable U.S. RetailBrands welcomes regional retailers:companies that are playing on levelwith our leading national names. 30 Ross Dress for Less 1,873 $m 39 Toys “R” Us 1,248 $m 43 Dollar Tree 1,089 $m 50 Anthropologie 403 $m 29 Michaels 2,048 $m Publix is making the traditional supermarket format mean Returning to the list after a year off is lifestyle apparel brand something beyond the rattle of carts through endless aisles. The Anthropologie, notable for never waivering from its brand brand continues to make gains year over year by providing promise; maintaining the all-important emotional connection programs beyond food that build relationships with customers, with its shoppers. such as in-house health clinics, and in some cases free antibiotics. Toys “R” Us, the only national specialty toy retailer, has been Thanks to the recession, off-price retailer Ross Dress for Less has making small but significant gains through holiday pop-up stores, a greater pull on the value hunting shopper. Dollar Tree continues international e-commerce and its ongoing effort to combine its to invest in customer research to refine its offering for newly toy and baby supply stores. frugal consumers. Arts and crafts giant, Michaels is in the process of changing its stores from cluttered distribution points into places with an atmosphere of inspiration where people can come and share their creativity.12 Best Retail Brands 2011
  15. 15. Which dropped off?While these brands didn’t make the list this year, they continue to Buckle continues to stay on top of the hot labels in fashion apparelexcel in certain areas. JCPenney is still a leading choice for middle- and focus on a feel-good shopping experience, even thoughincome families. Its e-commerce remains strong, its in-store its offering of $100 jeans can lead to value questions. With itsSephora boutiques continue to deliver, and now MNG by Mango shoppers slowly returning and its risqué magazine back in print.and some fresh art direction in its marketing communicationsare breathing new life into the brand. Additionally, a new logo is Abercrombie Fitch, a favorite for American prep fashions, ishelping the brand with its aspiration to project a store for younger regaining some lost brand power, but not enough to secure a spotshoppers, while also preserving its older customer base. on the list.Rent-A-Center is still a leader in the rent-to-own category, which Similarly, Advance Auto Parts is beginning to be perceived ashas become an increasingly relevant and viable option for low- more responsive to customer needs and receives high marks for aincome consumers. very consistent deployment of brand. Netflix, while it increased in value, no longer qualifies for the retail list in light of Interbrand’s full scale review of its valuation approach. Much like a telecommunications company, Netflix is Buckle primarily service-based and does not trade on ownership of goods. 2010 rank 45 Rent-A-Center 2010 rank 40 Abercrombie Fitch 2010 rank 49 Advance Auto Parts 2010 rank 47 JCPenney 2010 rank 39 Best Retail Brands 2011 13
  16. 16. U.S. Retail Brands 1 WALMART -8% 142,030 $m While it doesn’t specifically target any one segment of the population, spreading their spending to other stores as the economy recovers. Walmart claims 180 million shoppers annually with over 80 percent While the brand’s recent identity refresh indicated a focus on of U.S. households shopping its stores. It serves as an indicator of brand, the stores have seen some backsliding away from the clean U.S. spending habits, preferences, and attitudes. The brand has aisles initiative it launched before the recession to a more cluttered nearly 9,000 retail units in 15 countries (500 of those were added shopping environment. globally just in fiscal 2010). Walmart has true clarity of purpose and proposition and can deliver against its lofty goals to guarantee the lowest prices, given its supply chain mastery. U.S. same-store sales have suffered a slight decrease, an indication that customers are 2 TARGET -9% 23,301 $m 3 THE HOME DEPOT 19% 20,315 $m While its profits dropped during the downturn, sales continued The Home Depot’s ability to respond to market changes, to increase, if only slightly. Shoppers are returning to Target and challenges, and opportunities serving DIYers, general home- the impulse purchases prompted by its engaging experience and owners, and contractors has made it the category leader with fashionable design ethos. It continued to update its private label over 2,200 stores and growing. Visually, The Home Depot brands, expand groceries to more than 1,700+ of its stores, and orange is very recognizable. Over the last few years with the introduce a new loyalty program — REDcard — to drive more housing market’s decline, it has increased its “how-to” clinics sales. In September, Target announced plans to open 11 smaller as more people fix instead of move. The brand appears to urban formats in the coming years. There is still some confusion have opportunity to distinguish itself from other major home about the price parity of Target versus Walmart in the consumer improvement retailers to a greater degree, as well as a stronger realm, with consumers assuming Target is slightly more expensive internal commitment to brand engagement. The Home Depot despite all the work Target has done to promote price matching. website is a key point in building business and the company continues to invest in the online experience. Knowing its website is key to growth, 4 BEST BUY 6% 18,823 $m The Home Depot While the recession has taken a toll on retailers in this category, continues to invest the technology superstore, home of Geek Squad and Best Buy Mobile, continues to be strong, innovative, and highly responsive in its online experience. to the marketplace. It continues to offer new products, even collaborating with manufacturers as it did with Toshiba to introduce the Satellite L635 Kids’ PC. Last year, the company rolled out health and fitness products in 600 stores just in time for New Year’s resolutions. The company uses an assortment of social media to engage shoppers, including a rich mobile shopping app. Consumers are projected to be less conservative in their consumer electronics purchases in the future as discretionary spending on digital is perceived as necessary.14 Best Retail Brands 2011
  17. 17. U.S. Retail Brands5 CVS/PHARMACY 17% 16,561 $m 6 WALGREENS 1% 14,443 $mCVS/pharmacy gained significantly in pharmacy and retail sales Walgreens does well battling fierce competition for prescriptionthanks to a focus on affordable healthcare. More customers are dollars from non-drug stores, online pharmacies, and Walmart’svisiting the in-store MinuteClinics, which lead to greater front- recent move to offer the cheapest prescription drug plan in the U.S.of-store sales. To make it even more accessible beyond its 7,000 Anticipating less traffic for its pharmacy, Walgreens announced itslocations, CVS/pharmacy introduced a mobile application to help intention to evolve from a retail drugstore to a retail health and dailycustomers manage prescriptions, giving them access to health living store. The brand has 7,563 drugstores and operates worksiteinformation, the store’s flu shot scheduler, and its sales circular. health centers, home care facilities, and specialty, institutional,Although CVS’ leaders have a clear vision of their mission, values, and mail service pharmacies. The company recently pulled offand social responsibility, the brand suffers from a perception of poor something of a retail coup when it acquired Duane Reade, the Newservice. Beyond its high utility, little about the store experience York City drugstore chain, making Walgreens the dominant playermakes CVS stand out from its competitors. in that market.7 SAM’S CLUB 18% 12,400 $m 8 COACH 30% 11,588 $mIncreasing competition among warehouse clubs has inspired Sam’s The Coach “C” is recognized by fashion followers improve its experience and product selection. Although the With over 600 retail and factory stores plus a presence in selectclub fee may keep Sam’s members locked in, rival Costco has an department stores and boutiques around the world, Coachidentical offer and online deals for non-club members. Sam’s has continues to concentrate on expansion overseas. Its youthful,deployed new technology that connects to consumers’ eValues entry-priced Poppy line, and its first men’s only factory storesdiscounts. These discounts are tailored to an individual based on helped the brand‘s resurgence last year. Coach also benefitedtheir previous spending habits. The systems are available in the from deeper pockets for discretionary spending during the holidaystore, on the website, and on mobile devices. Sam’s smartphone app season. Its advertising, stores, websites, and social media conveyprovides access to product reviews. The club’s messages are clear the same elegant and classic Coach experience, with all touchpointsand consistent: it is about helping families and small businesses aligning nicely. The competition continues to challenge Coach atsave money. both ends of the price spectrum and the brand is in constant threat of cheaper knock-offs.9 AMAZON.COM 23% 9,665 $m 10 DELL -14% 8,880 $mIn 2007, launched the Kindle device for ebooks, The price of electronics continues to fall, which places greatersupporting ebook publication and sales from its position as the importance on products and how manufacturers can differentiatedominant online bookseller. In the second quarter of 2010, it beyond price. This has been true of Dell. Known for revolutionizingreported sales of ebooks exceeded those of hardbacks for the first computer customization, you would be hard pressed to findtime. Focused on the customer since its inception, relevance is at someone who didn’t recognize the brand. After becoming a littlethe core of the brand and its execution. The retailer continues to complacent in recent years, Dell has picked up the slack in anpenetrate into new categories and B2B services that support other attempt to become relevant again. Its website provides top-notchretailers, where its business is more transactional and less brand innovative products. By controlling the outlets in which its productdriven than the company’s traditional market. As is sold, Dell’s brand experience remains consistent. Time will tell if itsis often still associated with its early identity in books, it will be new look and refreshed fleet of products can bring the brand back tointeresting to see if the addition of business services will blur the the top, or if it will continue to struggle.brand’s identity. Best Retail Brands 2011 15
  18. 18. U.S. Retail Brands 11 NORDSTROM 27% 8,604 $m 12 EBAY 15% 8,453 $m In August, Nordstrom connected its online and in-store inventory. eBay realized it was losing ground to other online marketplaces This change, plus the economic recovery, led to an increase in and made some adjustments to its business to address this. It de- same store sales by an average of eight percent. The high-end emphasized the auction portion of its marketplace business to focus department store’s employee handbook with its one-rule of more on buy-it-now and fixed-price sales. It strengthened its PayPal customer service (use good judgment) is legendary. Its relatively offering to make it even easier for buyers and sellers to transact. slow expansion across the U.S. indicates prudent decision making Outwardly, eBay’s remarkably high level of awareness, clearly and a commitment to doing it right. The brand has evolved slowly defined brand promise, and personality continue to provide a solid but steadily and maintains a devotion to its brand experience via foundation for the company as well as for the many sellers that use personnel, store design, and its website (except for its Nordstrom its services. The brand has a very successful mobile app, (one of the Rack stores which are technically off brand). The Seattle-based most downloaded for iPhone and iPad), and it saw sales grow to over retailer also plans to pilot a philanthropic-based store in New York, US $2 billion in 2010. which will donate its profits to charity. 13 LOWE’S 19% 8,396 $m 14 PUBLIX NEW 8,247 $m Lowe’s is the second largest U.S. home appliance retailer after This regional supermarket, with 1,032 stores in five states, is Sears and the second largest home improvement retailer behind determined to engage its customers beyond delivering consumer The Home Depot. The company can deliver against expectations goods. Publix is consistently recognized as the largest employee- for all types of merchandise, and it distinguishes itself in appliance owned supermarket and a top place to work. The store offers certain selection. Online, the brand fills its website with inspiration, antibiotics for free to customers regardless of insurance coverage and smart recommendations, effectively using before and after or ability to pay and provides an in-house health clinic in some images to engage the shopper’s imagination. Its “shop, click, pick locations that is owned and operated by Publix (“The Little Clinic”), up” program continues to improve. After three tough years, Lowe’s which can be used like an urgent care facility. Sales continue to grow continues to drive operating efficiencies, as well as international year over year. Newer stores are experiential and inviting, receiving growth. rave reviews from customers. 15 STAPLES 10% 6,372 $m 16 DOLLAR GENERAL 28% 5,973 $m The brand’s hassle-free message via its “That was easy” advertising Operating over 9,200 stores in 35 states, the brand speaks to campaign has become part of popular culture, with over a million value and convenience, recently updating its visual guidelines“Easy” buttons sold worldwide. Staples has appointed a dedicated for a friendlier and more welcoming vibe. Dollar General remains brand manager and a design team who bring the brand to life committed to remodeling 500 stores and rolling out 625 in its in stores. It offers small to mid-sized businesses a wide range of new format. Employee training has reduced turnover. The in-store products, printing and computer services, and free advice on experience, mailings, and social media touchpoints all connect how to make business more productive. The company maintains with the new and improved Dollar General brand, and the number a healthy following in social media and responds immediately to of private label goods has doubled. Dollar General has a very strong customer issues. The retailer has a loyal clientele, and with its contingent of fans, but confusion still exists as to what makes it online B2B order and delivery service, Staples Advantage, it also different from its competitors. It will be interesting to see if Dollar has international scope. General can stay relevant as we creep out of the recession.16 Best Retail Brands 2011
  19. 19. U.S. Retail Brands17 AVON 16% 5,706 $mTo help rebuild after getting hard hit by the recession, the direct-selling personal-care-products giant doubled its recruitmentefforts around the world to help offset declining U.S. sales. Itsfour-point growth plan — attract new representatives with themost massive recruiting campaign in Avon’s history, attract newconsumers with smart value, take aggressive cost actions tocounter negative currency headwinds, and stay the course — hasrepositioned the company for profitable growth. Recently, Avonincreased its product line in the US $5 price range for the “Beautyon a Budget” initiative and continues to introduce new lines andcelebrity endorsers.18 KOHL’S 23% 5,617 $mKohl’s reputation for carrying national brands at value prices is agood match for shoppers’ needs right now. The brand is doing welland growing. However, the territory the store covers — the middleground between department stores and discounters — is rapidlybecoming blurred. Discounters are upgrading and departmentstores are relying on promotions. Kohl’s focus on family needs, its Staples tasks aexclusive and private label brands, and its highly publicized no-hassle return policy connects well with the real-life challenges dedicated brand managerfamilies face. Its off-mall location allows it to be perceived as less ofa hassle than mall stores. and design team to bring the brand to life in its stores.19 20 VICTORIA’S COSTCO SECRET 1% 5,522 $m 24% 4,954 $mSupport for Costco, which makes a limited marketing effort to gain Victoria’s Secret continues to demonstrate a best-in-class executionnew members, happens primarily in the store, where members of clarity in terms of its brand values. It caters to college-age andcontinue to be enticed by product demonstrations, the experience, mature women under the umbrella of “sexy and glamorous.” Itsand the mix of low-price but quality merchandise. The annual famous runway show is in its 15th year and continues to be amembership renewal rate for the store is around 80 percent, primary vehicle for awareness. About 1,040 stores blanket thethe highest in the industry, and its Kirkland Signature private U.S. Touchpoints are consistent, from the shopping bag, to the TVlabel continues to be highly regarded. Costco, operating 582 commercials to the iPad apps. Victoria’s Secret is number three onwarehouses in the U.S. and abroad, is still the largest wholesale Facebook’s top five brands and is known for its excellent ability toretailer, outpacing Sam’s Club. However, price competition from interact with its 11.6 million fans and 66,000 followers. The brandnon-membership mass retailers is fierce as Costco’s savings are plans to expand internationally, and is exploring opportunities tocomparable to stores without annual membership fees. stretch. For example, Halloween costumes in 2010. Best Retail Brands 2011 17
  20. 20. U.S. Retail Brands 21 AUTOZONE 16% 4,721 $m 22 TIFFANY CO. 16% 4,643 $m Despite competition from O’Reilly’s and Advance Auto Parts, this The iconic brand in the blue box remains both desirable and retailer is making strides in its goal to be customer-friendly. An fashionable by bringing new designs and collections to its high end internal brand engagement policy encourages employees to drop offerings, including fine leather goods. Its application for the iPhone everything to assist shoppers within 30 seconds of their walking allows potential customers to design their ideal engagement ring, into a store. This is earning AutoZone credit for being more helpful learn about diamonds, and set up an appointment at their local than its competition. So are its rewards card, loan-a-tool program, store for a consultation. With the expansion into handbags and free part testing, and diagnostic services. AutoZone makes little or eyewear, Tiffany Co. is continuing its trend of opening up its brand no use of social media. Additionally, its online channel is off-brand. to the masses, thereby diluting the brand’s premium status further. A slow economic recovery means that consumers are likely to Last year, the company refused to discount, instead lowering the continue to repair their own cars, making AutoZone even more of price point of its fashion jewelry while raising the price point for its a player. bridal jewelry. 23 GAMESTOP -14% 4,083 $m 24 GAP 1% 3,961 $m GameStop’s sales are advancing, but slowly while the brand While Gap has become a worldwide symbol for denim and continues continues to invest in service technology and e-commerce programs. to expand around the world, the highly recognizable brand needs GameStop has earned a massive audience of players around each to continue to focus on distinctiveness to gain customer loyalty, or store, called “GameStop Nation.” The brand stays connected “re-loyalty.” It is largely considered a consistent “fall back” option. through multiple touchpoints. GameStop has only been in the Gap recently embarked on a consumer research project, which market for about 12 years. In that time, numerous acquisitions have resulted in the creation of the successful 1969 premium denim grown it into a global retailer with over 6,500 stores in 17 countries. line. In order to create a sense of urgency, Gap has experimented GameStop is a little behind the industry in offering apps for mobile with the pop-up store format and guest designers. But its efforts shopping. The brand also has an opportunity to optimize and align have been perceived by many as an attempt to copy their cooler its web and store experiences. competitors. A failed attempt at creating a new identity brought the brand a good bit of negative media attention as well. 25 BED To create a sense BATH BEYOND 3% 3,141 $m of urgency, Gap is experimenting Bed Bath Beyond continues to do what it does, consistently with pop-up stores and efficiently. Its relevance remains solid and without surprises, especially in its offering for newlyweds and dorm-living college and limited guest students. Its leadership continues to come from scale. Bed Bath Beyond has over 1,000 stores, in the U.S. and Canada. Minimal designer lines. attempts at format reinvention (beyond the expanded health and beauty offering in some stores), experience diversification, and new marketing initiatives beyond the familiar postcard mailer appear to be forthcoming. The same products are sold at a variety of different competitors and channels; however, it seems consumers prefer to shop for home goods in a specialty environment.18 Best Retail Brands 2011
  21. 21. U.S. Retail Brands26 POLO RALPH LAUREN 0% 3,093 $mThe Polo Ralph Lauren brand works hard to maintain its position as Polo’s Facebook page engages consumers through videos and eventone of the world’s most recognized names. Last year it strengthened invitations and its website pulls shoppers into the brand world, withits presence with its 4-D Fashion Show. The variety of its in-store celebrity interviews on RL TV, fashion advice, articles of interest,shopping experiences and the excitement it has brought to digital and a tour of the home line.has led to wider geographies and demographics. Additionally, PoloRalph Lauren continues to add fresh looks to the mix. It also excelswhen it comes to mobile, with highly rated iPhone applications.27 28 SHERWIN- OLD NAVY WILLIAMS 29% 2,548 $m 24% 2,386 $m Old Navy has seen slow, but consistent growth throughout the The challenge for Sherwin-Williams, the largest paint manufacturer recession as shoppers perceive it as a good option for value. Its in the U.S., is to set itself apart as superior in quality while not“Supermodelquinns” campaign brought the quirky, groovy fun back jacking up prices. The quality message is clearly understood, yet to the brand. Each week a product is highlighted in its newspaper consumers don’t always see its added value. In response, the circular and social media outlets. This creates buzz around the brand brand created an app that received a great deal of positive “buzz” and delivers sales numbers that reflect the renewed attention. In in social media circles. “ColorSnap” aids the user in matching an an effort to eliminate wait lines, Old Navy has been testing a new available color to real world colors. The 145-year-old company mobile checkout system in-store that works through an iPod touch. operates more than 3,350 stores, the sole outlets for its paint. The Operating just over 1,000 stores, the retailer has relevancy and a stores provide the brand with ongoing customer feedback, which solid brand based on its core attributes. contributes to further innovation and refinement of products and services, such as indoor air quality certified products.29 30 ROSS DRESS MICHAELS FOR LESS NEW 2,048 $m NEW 1,873 $mThe largest arts and crafts retailer, with more than 1,000 stores in 49 The off-price retailer sells brand-name, high-quality goods in a hit-states and Canada, has plans to enter markets such as Manhattan or-miss treasure hunt shopping experience. The business modeland Chicago with smaller, non-traditional formats. In the meantime, (more so than the brand) has been driving tremendous growth.its new branding program “where creativity happens,” intends to Ross is the second largest off-price retailer in the U.S. after The TJXdifferentiate Michaels from its competitors, but has yet to be rolled Companies, with 988 stores in 27 states; it would like to increaseout to the majority of the fleet. A new loyalty program is in the works that count to over 2,000. According to its social media buzz, thefor its most fanatic followers. The retailer is also using its online and store’s most popular items are its home décor finds. Targeting aFacebook presence effectively, interacting with customers online more affluent customer, Ross has placed an emphasis on keepingusing inspiring demonstrations, project ideas, supply lists, and tips. merchandise fresh. It has significantly cut down inventory and introduced a micro-merchandising system to more accurately plan, buy, and allocate. Best Retail Brands 2011 19
  22. 22. U.S. Retail Brands 31 PETSMART 24% 1,635 $m 32 J. CREW 28% 1,564 $m The retail mecca for pets and pet parents did not try anything J. Crew has been able to successfully refresh its brand without substantially new last year, yet has enjoyed extremely consistent losing its core values or its very loyal following. Diversification with growth. PetSmart is as much a destination as a store, where crewcuts, Madewell, and bridal and men’s stores has not diluted or families enjoy full service care — food, toys, training, wellness, complicated its brand or strategy. It continues to push new store grooming, daycare, and boarding. Events like “Howl-o-ween” and formats and niches so its shoppers enjoy creative and different store Santa pictures encourage long stays in the store. The retailer won spaces. The catalog, stores, and particularly the website are of a awards for its fun Christmas web campaign that allowed shoppers highly distinctive aesthetic. The company has been prudent through to create e-holiday cards and pet adornments. PetSmart is the the economic downturn by slowing the pace of store expansion. largest funder of animal welfare efforts in North America with US Dynamic CEO Mickey Drexler remains visible and outspoken about $109 million in grants. the brand’s values and his vision for success for the organization. 33 BANANA REPUBLIC -10% 1,521 $m While Banana Republic continues to reposition or close under- performing stores, the sophisticated shopping experience for high-income over-25 professionals has a consistent design aesthetic and a five-year vision to engage its target customers on a more emotional level. Its complimentary Style by Appointment service is in 34 of its 500-plus stores. Edition by Banana Republic, which opened in San Francisco in 2009 as a test, is still a one-store women’s accessories concept. There are 120 BR Factory stores for outlet shoppers. The brand is focusing on store design for the coming years around a new way to shop, including “boulevards” and “public plazas” along with store-within-a-store boutiques. 34 MARSHALLS 26% 1,489 $m Shoppers’ reasons for choosing Marshalls (value for name brands, a treasure hunt shopping experience) are driven more by category than brand. The retailer uses Twitter and Facebook to promote deals and encourage customer sharing; however, its website lacks brand personality and utility. Its “shoppertunisitic” message seems Michaels uses online to have been abandoned in favor of “Get Fabulous.” Although the store merchandises its specialty shop, The Cube, for teens and offers demonstrations, a larger selection of footwear than competitors, shoppers perceive little difference between Marshalls and T.J. Maxx. A top company project ideas, supply priority is to grow consumer’s understanding of its offerings as being in season and in style. Marshalls operates over 800 stores in lists and tips to inspire the U.S. and continues to grow. its shoppers.20 Best Retail Brands 2011
  23. 23. U.S. Retail Brands35 T.J. MAXX 27% 1,464 $m 36 RADIOSHACK -2% 1,413 $mLike its sister off-price retailer Marshalls, T.J. Maxx targets a Although the brand works hard to stay relevant, it’s unclear ifmore affluent audience, but is getting more credit for investing customers are giving it credit. The distinguishing feature of thein marketing and the customer shopping experience. T.J. Maxx RadioShack experience is its knowledgeable associates, its smallhas successfully aligned itself with the high fashion runway easy to shop footprint, and its convenient locations. However, Theas opposed to fast teen trends. Its online aesthetic feels more Shack can’t compete against the assortment and pricing of big boxupscale, and the brand asks followers to share through social and mass stores, leaving it quite vulnerable. Its strength lies in itsmedia. “Maxxinistas” are encouraged to post photographs of their penetration. With nearly 5,000 stores in the chain, the companyfabulous finds, thus perpetuating the treasure hunt fun, especially continues to refine its real estate strategy and optimize squarein jewelry and accessories. Although T.J. Maxx and Marshalls have footage. In the near future, expect some locations to change over toa slightly different product mix, stores are very similar and are not its test concept store, Point Mobl, selling portable devices (laptops,significantly differentiated. MP3 players, smart phones, and GPS systems) in more depth in an upscale décor.37 38 AMERICAN EAGLE AÉROPOSTALE OUTFITTERS 25% 1,291 $m 25% 1,275 $mAéropostale gives teens what they want and can afford, while The retailer offers high quality “American prep meets currentleading the competition with a unit-driven model, flexible pricing, fashion” for three audiences: men and women ages 15-25, Aerieand well-managed inventory. The cut-throat price competition and for women and girls, and 77kids by American Eagle for newbornsan overreliance on basics broke Aéropostale’s multi-year winning through age 14. With 929 stores in the U.S. and Canada, thestreak; it faltered in the second half of the year, with web sales company has had a tough two years, losing pricing power in theoutpacing store sales. Frugal fatigue may have teens looking for a recession. It has been a leader in connecting emotionally with itsnew fashion direction at higher prices. Nevertheless, the company audience through social media, and in 2010 it put every digitalcontinues to expand, announcing plans to add another 50 stores to tactic to use to broadcast daily price promotions: SMS, Facebook,its 950 nationwide. Named favorite retailer by consumers age 11 Foursquare check-ins, mobile gift cards, QR codes, and Shopkick.and older in a MarketWatch survey, Aéropostale scored highest in The retailer even gave free smartphones to shoppers just for tryingcustomer service. on jeans, which ate into margins. Social media buzz indicates it may be gaining favor again as teens’ ideas of value move beyond price.39 40 URBAN TOYS “R” US OUTFITTERS NEW 1,248 $m 24% 1,157 $mThe “last man standing” in the specialty toy category, Toys “R” Us Attempts to describe the Urban Outfitters shopping experiencehas strong brand recognition, a loyal shopping base, and a new to those who don’t get it often include words like “hip,” “kitschy,”generation of parents to market to in the large Millennial segment. and “ironic.” The brand is not for everyone, yet Urban OutfittersThe retailer wins on breadth of selection, price, and quality, but delivers extremely well to a very narrow target with compellingits big box experience is difficult to shop and gets low marks from lifestyle statements that connect with customers, withoutconsumers, exposing its need to invest in stores. Discounters like advertising. Its latest logo redesign mystified the general publicWalmart, Target, and present an ongoing threat, with its homeliness. Only about 155 stores in North America andas even the store’s most loyal shoppers go to other channels for Europe serve educated, individuals age 18-30, and are typicallycomparisons. More Toys “R” Us locations are combining Babies “R” found in renovated buildings in urban settings. Every store isUs, which has performed well through the downturn. The “TRU unique. The website, catalog, music, and social media channelsand BRU” superstore concept is looking to be a success, as are its all align with the UO attitude. The ongoing challenge for Urbanseasonal pop-up stores. Outfitters is to continue to find the designs that will satisfy its cool-hunting customers. Best Retail Brands 2011 21
  24. 24. U.S. Retail Brands 41 42 BATH DICK’S BODY WORKS SPORTING GOODS 35% 1,138 $m 26% 1,093 $m With over 1,627 total stores in the U.S. and Canada, this upscale Dick’s stays consistently brand and customer focused, and personal care and fragrance retailer is not only a mall staple, but is subsequently remains successful in a slow economy. To deliver its notably engaging outside the store. The brand’s recessionary moves extensive selection of sporting goods in a specialty environment, the to streamline assortment and optimize the supply chain while 437 stores typically contain five smaller shops, each with a specific refusing to compromise the brand or customer service continues to look and design style, which is kept consistent across all locations. pay off in increasing share. The shopper-friendly online experience It claims the highest share of market among the top six sporting is thoughtfully customizable, and the company is highly conversant goods retailers. In tough economic times Dick’s has managed to with its customers via social media. While Bath Body Works increase sales across the board by responding to customers with is competing better, customers have questioned its marketing new product offerings, private label merchandise, online sales, pop- claims around “natural.” However, the discussion has not impacted up store events, and an active social media presence. shopping behavior. 43 44 WHOLE FOODS DOLLAR TREE MARKET NEW 1,089 $m 15% 1,067 $m With over 4,000 locations, Dollar Tree is the largest chain in the Since its inception 30 years ago, the Whole Foods brand has U.S. to sell products for US $1 or less. The brand does have some communicated a healthy body and earth message. With about equitable assets and potential for growth, but execution is lacking 300 stores in North America and the United Kingdom, it is still the when it comes to communicating the brand’s attributes. Over number one natural foods chain by far — at little risk of losing share the past year, Dollar Tree has invested some time and money into to direct competitors. The price sensitive customers that shied away becoming smarter about what its customers are buying and is from the brand during the downturn have returned. Spending is on using that knowledge to make smarter inventory choices. It will be the rise and new customers are discovering the brand. Whole Foods interesting to see how much Dollar Tree chooses to invest in brand was one of the first retailers to offer an iPhone app and most stores going forward. The company’s move from traditional mall formats have active Facebook fan pages customized to the local community. to larger strip-centers and free standing stores has allowed it to The company recently announced plans to open 52 more stores accommodate a broader arrangement of products, including through 2014. frozen foods. 45 BIG LOTS 13% 933 $m 46 FAMILY DOLLAR 28% 794 $m Big Lots is coming into its own as a brand working from a clear Family Dollar earned its impressive 2010 key metrics in part by vision, committed to driving merchandise assortment, store forcing Walmart and Target to follow suit when it worked with layout, and buying programs. Its 2010 “Year of the Store” initiative manufacturers to create new pack sizes for cash-strapped shoppers has made many of its 1,400 stores neater, easier to shop, and who can’t always afford the family size. But the brand’s recent customer friendly. The nation’s largest close-out merchant seeks success can be largely attributed to the rising tide — the increased opportunities to fortify its leadership position by penetrating into shopper base brought to the value category by the recession. The evolving markets, and now accepts American Express cards to company’s brand has had a marginal impact and could do more to signal its readiness for new upscale customers. Big Lots is giving distinguish itself. That realization has led Family Dollar to sign with food and consumables an increased share of the merchandise mix its first advertising agency of record to help implement a media as well as strategic positioning in the store layout to encourage presence and differentiate itself enough to keep new shoppers as more frequent shopping and to effectively compete with dollar the economy recovers. It has over 6,800 locations in the U.S. stores and discounters.22 Best Retail Brands 2011